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Process Development for Small Business & Microbusiness The Whys and Hows
Part 1: The Whys of Process Development
Why Be Concerned with Process? Inefficient processes result in losses of:  Time & time-to-market (i.e., competitiveness)  Quality  Customers  Employees   Productivity  Money
Why Be Concerned with Process? - 2 If you don’t know what you do, you can’t:  Delegate it  Do it consistently  Dive in when needed In the (apparent) absence of (business) rules, there are still (business) rules (that are running your business in YOUR stead)!
Why Be Concerned with Process? - 3  Ensure continuity of operations  Create a culture of ownership & participation  Better manage change  Increase “predictability”  Earn recognition
Why Be Concerned with Process? - 4  . . .  & ultimately simplify:  Training new hires  Cross-training existing employees  Problem identification  Your life as an entrepreneur or small business owner/manager
Part 2: The Hows ofProcess Development
Identifying Expected Outcomes*  What would you like to achieve?  How will you know when you’ve reached success in a given area?  What value measures or metrics will show improvement/be proof of your success? *This exercise may be conducted separately as part of   strategic business planning.
Sample Value Measures*  Cost per X  Average deal size  Net effect of delivery time performance  Billable hours spent/paid on X  Employee churn, recruiting costs & interview time *May vary by industry and/or strategic business goals
Identifying Issues Considering current value measures:  Where do they lie in the organization?  Who has control/responsibility for each metric?  How are others affected by each metric?   How is strategy impacted by each metric?
Identifying Issues - 2 What issues have been defined by your customers as weaknesses?  Satisfaction metrics  Anecdotal evidence  Debrief data  Complaints
Identifying Issues - 3  What recurring projects:   Are most costly to the organization?   Take up the most time?   Leave you feeling “I shouldn’t be doing this”?   Could someone else do at least 75% as well as you?   Do you find yourself putting off each time?
Overview of an Improvement Project Weaknesses Solution Expected Outcomes PROCESS
Overview - 2 Initial weaknesses are:  Uncovered by identifying the issues  Grouped by relationship Initial expected outcomes are:  Identified & defined by management  A team is formed to: Refine/clarify weaknesses & outcomes  Identify processes for improvement
Sample Process Improvement Chart Weaknesses Solution(s) Expected Outcomes RFP losses Higher proposalwin rate (M)  Customer contact lag time Faster follow-up (M) WHICH PROCESSES ??? Too much for sales to do  Sales feels supported (S) Cannot track ROI back to events Cost per lead data (M) Events are expensive Improved decision-making  (S)
A Process Solution: Lead Follow Up* Step 1: Within 8 hours of the event, Sales rep divides leads into two categories (hot & cold) based on pre-determined criteria & delivers to Sales Admin  Step 2: Sales Admin enters contact data into CRM system & codes; sets reminders *Other process solutions were developed to cover all weaknesses/expected outcomes.
A Process Solution: Lead Follow Up - 2 Step 3: Within 48 hours, Sales Reps contact hot leads/prospects as follows:   Forward appropriate or latest newsletter   Include standard text   Include one personalized line   Step 4: Sales admin contacts cold leads to set up webinars for Sales Reps within 5 days
Other Considerations for Projects  Company hierarchy & culture  Change management  Steps to take given your budget, bandwidth, knowledge, and impact to your business
Sample Hierarchy
Old School Change Management CHANGE Feedback* *Usually via informal channels &/or limited.
Another Approach to Change Change & Feedback Change & Feedback Change & Feedback
Taking the First Steps*  Education & solution provider selection  Brainstorming & stakeholder involvement  Data collection   Change management  Cross-functional team development  Internal communication  Key process identification *Order may vary based on organizational culture, size, bandwidth, etc.
Taking the Next Steps* Key process prioritization Rollout plan development More internal communication As-is and should-be modeling Implementation Kaizen *Order may vary based on organizational culture, size, bandwidth, etc.
Getting Started with TDA  15 years in B-to-B, Marketing, & Program Management w/ a passion for quality & process improvement  Current VP Marketing/Communications, ABPMP - Phoenix  Offers a range of Business/Marketing Solutions & Support to complement your efforts TacticalExecution Project Management ImplementationAssistance Process Development StrategicPlanning

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Process Development For Small Business 040610 Tda

  • 1. Process Development for Small Business & Microbusiness The Whys and Hows
  • 2. Part 1: The Whys of Process Development
  • 3. Why Be Concerned with Process? Inefficient processes result in losses of: Time & time-to-market (i.e., competitiveness) Quality Customers Employees Productivity Money
  • 4. Why Be Concerned with Process? - 2 If you don’t know what you do, you can’t: Delegate it Do it consistently Dive in when needed In the (apparent) absence of (business) rules, there are still (business) rules (that are running your business in YOUR stead)!
  • 5. Why Be Concerned with Process? - 3 Ensure continuity of operations Create a culture of ownership & participation Better manage change Increase “predictability” Earn recognition
  • 6. Why Be Concerned with Process? - 4 . . . & ultimately simplify: Training new hires Cross-training existing employees Problem identification Your life as an entrepreneur or small business owner/manager
  • 7. Part 2: The Hows ofProcess Development
  • 8. Identifying Expected Outcomes* What would you like to achieve? How will you know when you’ve reached success in a given area? What value measures or metrics will show improvement/be proof of your success? *This exercise may be conducted separately as part of strategic business planning.
  • 9. Sample Value Measures* Cost per X Average deal size Net effect of delivery time performance Billable hours spent/paid on X Employee churn, recruiting costs & interview time *May vary by industry and/or strategic business goals
  • 10. Identifying Issues Considering current value measures: Where do they lie in the organization? Who has control/responsibility for each metric? How are others affected by each metric? How is strategy impacted by each metric?
  • 11. Identifying Issues - 2 What issues have been defined by your customers as weaknesses? Satisfaction metrics Anecdotal evidence Debrief data Complaints
  • 12. Identifying Issues - 3 What recurring projects: Are most costly to the organization? Take up the most time? Leave you feeling “I shouldn’t be doing this”? Could someone else do at least 75% as well as you? Do you find yourself putting off each time?
  • 13. Overview of an Improvement Project Weaknesses Solution Expected Outcomes PROCESS
  • 14. Overview - 2 Initial weaknesses are: Uncovered by identifying the issues Grouped by relationship Initial expected outcomes are: Identified & defined by management A team is formed to: Refine/clarify weaknesses & outcomes Identify processes for improvement
  • 15. Sample Process Improvement Chart Weaknesses Solution(s) Expected Outcomes RFP losses Higher proposalwin rate (M) Customer contact lag time Faster follow-up (M) WHICH PROCESSES ??? Too much for sales to do Sales feels supported (S) Cannot track ROI back to events Cost per lead data (M) Events are expensive Improved decision-making (S)
  • 16. A Process Solution: Lead Follow Up* Step 1: Within 8 hours of the event, Sales rep divides leads into two categories (hot & cold) based on pre-determined criteria & delivers to Sales Admin Step 2: Sales Admin enters contact data into CRM system & codes; sets reminders *Other process solutions were developed to cover all weaknesses/expected outcomes.
  • 17. A Process Solution: Lead Follow Up - 2 Step 3: Within 48 hours, Sales Reps contact hot leads/prospects as follows: Forward appropriate or latest newsletter Include standard text Include one personalized line Step 4: Sales admin contacts cold leads to set up webinars for Sales Reps within 5 days
  • 18. Other Considerations for Projects Company hierarchy & culture Change management Steps to take given your budget, bandwidth, knowledge, and impact to your business
  • 20. Old School Change Management CHANGE Feedback* *Usually via informal channels &/or limited.
  • 21. Another Approach to Change Change & Feedback Change & Feedback Change & Feedback
  • 22. Taking the First Steps* Education & solution provider selection Brainstorming & stakeholder involvement Data collection Change management Cross-functional team development Internal communication Key process identification *Order may vary based on organizational culture, size, bandwidth, etc.
  • 23. Taking the Next Steps* Key process prioritization Rollout plan development More internal communication As-is and should-be modeling Implementation Kaizen *Order may vary based on organizational culture, size, bandwidth, etc.
  • 24. Getting Started with TDA 15 years in B-to-B, Marketing, & Program Management w/ a passion for quality & process improvement Current VP Marketing/Communications, ABPMP - Phoenix Offers a range of Business/Marketing Solutions & Support to complement your efforts TacticalExecution Project Management ImplementationAssistance Process Development StrategicPlanning
  • 25. Questions? Contact, connect, or learn more: Email: tracy@tracydiziere.com Phone: 602-739-8028 (cell) or 888-789-2072 Twitter: @tracydiziere LinkedIn: http://www.linkedin.com/in/tracydiziere Web: www.tracydiziere.com, www.sitereviewreport.com

Editor's Notes

  1. Managing change: Change once and fine-tune as a team vs. top-down, disruptive, frequent changes. People do not like change.
  2. Managing change: Change once and fine-tune as a team vs. top-down, disruptive, frequent changes. People do not like change.